1. Business Continuity and Emergency Planning Seminar The 5 R’s

2. Todays Agenda
09:00 to 09:30 - The 5 R's - Xris Middleton (Herefordshire Council Resilience Team)
09:30 to 10:00 - Emergency Planning - John Forsyth (Symbiosis)
10:00 to 10:15 - Tea & Coffee.
10:15 to 11:00 - Crisis Management - David Helme (Kerry Foods)
11:00 to 11:45 - Building Resilience – Xris Middleton (Herefordshire Council Resilience Team).
11:45 to 12:00 - Questions and End

3. The 5 R’s: Risk, Resilience, Response, Recovery and Reassurance
Xris Middleton – Herefordshire Council

4. What is Business Continuity?
…..loosely defined as the capability of the organisation to continue delivery of products or services at acceptable predefined levels following a disruptive incident.
(Source: ISO 22301:2012)

5. Principle of BCM
To identify the risks that could impact a business ability to maintain its customer offer
To understand and prioritise key business activities and processes
Build protection by implementing:
Measures that minimise the likelihood of unplanned event/disruption occurring
Response structures to react effectively when risks become reality
Capabilities that mitigate the impact should the unplanned event occur.

6. Business Continuity Management System
Exercise
Test
Continuous Improvement
Conduct Healthcheck
Business Impact Analysis
Risk Assessment
Document BC Plans
Implement Strategy
Training/Awareness
Incident Mgnt Structure
Agree BC Framework
Draft BC Plan(s)

7. The Risks to Business TYPES SOURCES EFFECT IMPACT Customers People
Political
Economic
Social
Technological
Legislative
Environmental
Operational
Reputational
Minimum Pay Levels
BREXIT
Industrial action
IT failure
Product safety failure
Flooding
Machinery failure
Tax avoidance
Customers
Brand
Stakeholders
People
Property
Process
Performance
Profit

8. Possible Situations Denial of Access Loss of Power
Loss of Key Delivery Partner / Critical 3rd Party Contractor
Loss of Key Product Supplier
Loss of Key Customer
Core ICT Failure / data loss
Major Product Safety Issue
Public Data Security Breach (Website)
Fatality On Site (other than due to natural causes)
Viral Pandemic
Threat to or Loss of Key Personnel
Terrorist Attack

9. Understanding Risk

10. The Risk Cake

11. What is Business Continuity Management?
A key component in the risk management tool box
A management process that contributes towards the mitigation of business risks
Aim to safeguard the 5 Ps’:
People; Property; Processes; Performance; Profit
Designed to protect:
the brand, its customers, and its key stakeholders
Aligns with other activities that support effective management:
Strong financial controls
Insurance cover
Procurement policies
Buildings/site security
Health and safety practices
HR policies

12. The RM & BC Overlap

13. Business Impact Analysis
A systematic process to determine and evaluate the potential effects of an interruption to critical business operations.
Key Questions:
What are the daily activities conducted in each area of my business?
What are the long-term or ongoing activities performed by each area of my business?
What are the potential losses if these business activities could not be provided?
How long could each business activity be unavailable for (either completely or partially) before my business would suffer?
Do these activities depend on any outside services or products?
How important are the activities to my business? Rank?

15. Strategies - People List of back up skilled specialists
Multi-skill training of staff and contractors
Separation of core skills
Use of third parties
Succession planning
Documenting processes

16. Strategies – ICT
Install a high quality, frequently updated anti-virus software suite that removes and prevents viruses and cleans spyware.
Review security of passwords and check security of Wi-Fi and router.
Cloud based systems.
Review flexibility of software and applications (e.g. Office 365).
Protect against loss of power and loss of access.
Holding older equipment as emergency replacement or spares
Contracted provision of equipment or recovery services.

17. Strategies – Information & Data
If you don’t have copies of your data then you are prepared to lose it!
Including Hardcopy & Electronic Data
Confidentiality (i.e. Password Protected, Locked Away)
Availability (replicated, can be accessed remotely)
Currency (up-to-date)

18. Strategies – Buildings / Utilities
Alternative premises within the organisation
Alternative premises provided by other organisations (whether or not these are reciprocal arrangements)
Alternative premises provided by third-party specialists
Working from home or at remote sites
Back-up power (Generator / UPS)
Bottled water
Access to facilities at other premises or hiring portaloos
Portable gas appliances (i.e. Calor)

19. Strategies – Equipment & Consumables
Storage of additional supplies at another location
Diversion of just-in-time deliveries to other locations
Arrangements with third parties for delivery of stock at short notice
Identification of alternative/substitute supplies

20. Strategies – Transportation
Identifying possible scenarios of logistic disruptions which may be caused directly by an incident
Securing alternative logistic means and routes by taking account of traffic conditions and alternative means of transportation
Arrangements with transport providers

21. Strategies – Finance
Arrangements for providing funds for emergency purchases, such as, food, accommodation, facilities, consumables and transport
Reimbursement of staff expenses
Major expenditure on, for example, rental or purchase of buildings and equipment
Reviewing insurance arrangements

22. Strategies – Suppliers / Partners
Availability of alternative suppliers
Streamlining procurement procedures when necessary
Encouraging key suppliers to have Business Continuity
Include suppliers in Business Continuity exercises

23. Business Continuity Buddy
People you can call onto help to maintain continuity drawn from your business and personal networks.
Suppliers, customers, competitors, trade associates, employees, neighbouring businesses, friends and family.
Formal/informal arrangements to provide mutual assistance, pool resources

24. Building Resilience Xris Middleton – Herefordshire Council

25. Civil Contingencies Act 2004
“An event or a situation which threatens serious damage to human welfare in a place in the UK, the environment of a place in the UK, or war or terrorism which threatens serious damage to the security of the UK”

26. Our Duties

27. A Multi-Agency Response

28. Working Together
Go to insert > duplicate slide to add more slides

30. Recovery Phase Local Authority Lead Recovery Co-ordinating Group
Community
Health and Welfare
Environment and Infrastructure
Business and Economy

31. Training All staff Response staff Emergency procedures e.g. Evacuation
What to do during a disruption.
Response staff
Invoking BC arrangements
Crisis Management
Communications
Inductions / E-learning / Team Meetings Seminars / Workshops

32. Testing & Exercising Periodic Testing Desk Top / Walk-Through Exercise
Business Continuity Plan
IT Disaster Recovery Plan
Desk Top / Walk-Through Exercise
Role Play Exercise

34. Reassurance Internal business continuity management audits
Embedding programme to raise awareness of Business Continuity for all staff
Senior level buy-in
Internal business continuity management audits
Supplier business continuity capability reviews
3rd party specialist business continuity management gap analysis

35. Why BCM?
“Business Continuity is a bit like cleaning the carpets, we only do it if we have to, and we don’t need to clean these carpets”
MD of Major UK Retailer
Why let your customers down?
How loyal are they
Will they go somewhere else?
How long would it take to get them back?
Will they ever come back?
What about your staff?
Why lose what has taken so long to develop?

36. Todays Challenges Global sourcing Increase in outsourcing
Drive for efficiency
Reliance upon technology
Cyber crime
Demand for e-trading
Procurement strategy
BREXIT
Severe Weather
Terrorism
Energy shortages
Global warming
Recruitment
Transport

37. Who Does It?
Major Corporations and Listed Companies (Corporate Governance)
FSA regulated organisations
Central Government (Procurement Policies)
Local Government (Community Resilience initiatives)
Retailers – (Supply Chain management)

38. Benefits of having a BCMS
Maintaining continuity of operations / service delivery
Helps build customer confidence
Builds confidence within the organisation
Provides a competitive advantage
Help build Resilient Communities

39. Useful Information Sites